This document outlines 3 reasons why most job descriptions don't attract the best talent. It argues that job descriptions are often outdated and focus too much on qualifications rather than what the job requires. It recommends that job descriptions should focus on clearly outlining the "Why", "What", and "How" of the role. Specifically, it says the "Why" should explain why someone would want to work there and how they can make an impact. The "What" should define what the new hire will accomplish. And the "How" should describe how the new hire will succeed and the behaviors and traits needed. Engaging stakeholders can also help define these elements and gain their support for the new hire.

1. 3 REASONS WHY MOST
JOB DESCRIPTIONS
DON’T ATTRACT THE
BEST TALENT

2. So you have to hire someone.
what now?

3. Building the Job Description
Many organizations think that by
dusting off an old job description, they
fulfill this important first step.

4. Building the Job Description
In reality, most job descriptions are
outdated and filled with position
qualifications that don’t relate to the
performance of the job.

5. “The candidate must have five years of
experience as a development director.”
• Five successful years or unsuccessful years?
• Five years in a similar context or a different one?
• If I, the candidate, have only four years of very
successful experience in development, should I take
my application elsewhere?

6. “The controller must possess
a business degree.”
• Why?
• Will a similar degree or diploma be accepted?
• Will international qualifications hinder success?

7. This type of job description gives the applicant
information about the duties, responsibilities,
necessary skills, and outcomes of a particular job.
But it can’t indicate whether they’re going to love
coming to work every day.
Building the Job Description

8. Spend your valuable time on adding
important things to your
job description

10. The Why
Why would someone work here?
What difference can they make?
How can they help other people?
You seek to work with someone who shares your
organization’s purpose, mission and values, so
prioritize definition of these.

12. The What
What is the new hire expected to accomplish?
Are they expected to grow revenue?
Are they expected to implemented new systems?
If you can define what the new hire is expected to
accomplish, it will become clear what expertise is
needed to accomplish it.

14. The How
How will the new hire succeed?
How is she or he expected to behave?
What behaviours lead to success in our organization?
What traits are needed to achieve success?
Psychometric assessments are useful in defining
these sometimes elusive traits and they
can be applied at low cost.

15. If you can clearly articulate the WHY, WHAT and
HOW of your organization and position, then agree
to hire someone with the sense of purpose,
knowledge, skills and behaviours to meet those
expectations.

16. How do you
determine the
job’s WHY, WHAT
and HOW?

17. There are many people with a stake in the
success of your new hire:
• Your leadership team
• Current employees
• Customers
• Shareholders
• etc.
Identifying those with the greatest stake in the new hire’s
success is an important, and very often overlooked, aspect
of hiring.

18. • Talking to people whose own success and
happiness will be heavily impacted by the new
hire will set you up to succeed.
• Their perspective will help you describe the
position, and it will also help you identify
someone who fits your position.
• By engaging them in the hiring process, you
increase their support for the new hire.

19. Does your current job advertisement
communicate your WHY, HOW and WHAT?
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